Abstract

Over the past decade, partnering has been acknowledged in both Australia and Hong Kong as an innovative and non-confrontational relationship-based approach to the procurement of construction services. However, differences between the two regions in terms of culture,
politics, regulations, economic conditions and construction practices are believed to have a significant impact on partnering practices and performance. This paper aims to compare the partnering practices and performance between the two places in order to develop a best global practice framework for implementing partnering projects in construction. Research data of two public sector projects each from Australia and Hong Kong were collected, analysed and compared through a case study approach. It was found that when compared with the traditional partnering system, the "extended" partnering approach as applied in the infrastructure sector in Australia has generated stronger teamwork and co-operation between contracting parties, thus resulting in better overall project performance. It is concluded that extended partnering is a preferred model to facilitate greater team participation and communication, and more cooperative working environment outside of the traditional contractual process.

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